When it applies
When significant reflections are undertaken, like those necessary to define the mission/vision, purpose, values, desired behaviour, development of a strategy or transformation plan. Also, for strategic refocusing of the whole or a part of the activity. Can be recurring or punctual.
Problem it solves
Strategic reflections continue to be done in a very centralized way by the departments of strategy and/or innovation.
External help from consultants provides an additional point of view, but does not change the fact that they are “top-down”
They reflect a limited understanding of reality and opportunities, far removed from the capabilities and will of those in the organization
As there are no recipes or easy and unique solutions, these reflections end up being theoretical documents.
Added value by delibera
It allows you to make profound strategic reflections involving in an organised way a very relevant number of people (Up to 500-1000-5000), in a short period of time (2 to 4 months), opening between 20 and 30 intelligent conversations.
Optimizing the deliberation process, eliminating time and geographic constraints for participation
Identifying changemakers, measuring and recognizing collaboration
Optimizes the efficiency and scope of the process of collecting information and ideas
Structures and segments the debate around action options
Maximise the chances of a successful transformation, in a process that is already very innovative in itself.
Sequence of templates to carry out more participative strategic reflections
Get insights (diverge)
Act (empower and follow-up)
Evaluate starting point
Gather valuable ideas dispersed throughout the organisation (bottom-up)
Filter and organise
Validate managements' hypotheses (top-down)
Stimulate with trends and best practices from the market or framework diagnostics
Prioritise based on impact and feasibility
TO + Changemakers
Strategic and action plan prepared and assumed by all the key people in order to carry it out
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The CEO of a global reference company in the construction sector addresses the design of the transformation plan with delibera, involving the top 100 managers spread throughout the world they agree on 65 major initiatives for change
The office manager of a reference company in strategic consulting uses delibera to reinvent their business model, making 19 decisions in 6 weeks, with 35 partners and almost 50 senior managers
The Secretary-General of a third sector entity with 300 employees and 80,000 collaborators prepares the two-year strategic plan, opening more than 30 progressive deliberations in which 600 people are involved, during a 4-month process